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Farm fields might not be the first place one would think of receiving an education in management, but Travis Drew says his experience there has served him well. As a plant manager for Lucerne Foods in Abbotsford, British Columbia, Drew says he’s applied the lessons he learned in the fields to his plant’s modern manufacturing, while also continuing to drive improvements in the facility. 

It takes more than a single individual to revolutionize an industry. Steve Covate realizes that important tenet of leadership and practices it at Lavi Industries, the manufacturer of the Beltrac brand of public guidance systems. “I’ve been a part of many teams, and they are all teams of individuals,” says Covate, who serves as Lavi Industries’ vice president of sales and marketing. “Everyone needs to be an individual contributor with a team mentality.”

As Crest Foam Industries grows as a corporation, the small business mentality continues to permeate the company’s culture. Much like the polyurethane foam it manufactures, Crest Foam Industries absorbs the needs of its clients while conforming to the demands of new applications – all while keeping its true form even when the pressure is on.

Cookies are a simple, tasty treat, and as a creator of this snack, Bud’s Best Cookies Inc. believes in keeping its operations as uncomplicated as possible. This goes for the company’s guiding management principle, as well – since its inception in 1991, Bud’s Best Cookies has been dedicated to practicing the golden rule.

The philosophy of working for customer satisfaction has been in place since ABI Ltd. opened its doors in 1989 and even before, according to founder and President Alex Kuperman. This philosophy, he says, not only enabled ABI to open its doors, but also has helped establish a customer-centric culture that all of ABI’s employees respect. This culture, in turn, has enabled ABI to grow closer to its goal of becoming a leader in North American bakery automation.

Some people might view lean manufacturing as a fad. But for Tuthill Pump, it has become a way to ensure the company maintains its high status in its industry and global growth. “We have a reputation in the marketplace for a very high-quality product,” President Brad Boyd says.

When asked about his leadership philosophy, owner Daniel Panoz contends that in his small auto manufacturing boutique shop, he does not really need one. “I’m mostly a nuts-and-bolts guy,” he insists. “I’m lucky. We pick very good people to work with. To a large degree, you let them get on with what they need to do.” He describes himself as “hands-on,” but gives credit to “about 30 exceptional people at the company. A lot of the skillsets between these individuals are fairly specialized. We’re a close-knit, small group of people who are very innovative.”

Everyone thinks of L’Oreál as a cosmetics company based in France, but few people realize just how powerful and successful the beauty conglomerate really is. L’Oreál isn’t just one brand of makeup – it owns 27 well-recognized haircare, haircolor, skincare, fragrance and color cosmetics brands in addition to The Body Shop, which provides naturally inspired products. L’Oreál thrives in more than 130 countries and has effectively positioned itself as the global leader in cosmetics in an industry that continues to grow and evolve through scientific breakthroughs. 

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